Right Attitudes

Ideas for Impact

Mindfulness

How Not to Handle a Bad Boss

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Demanding bosses come in an assortment of guises: idealists, megalomaniacs, overbearing tyrants, windbags, windbags, narcissists, micromanagers, and so on. And you’ll work for some at various stages in your career.

But no matter the boss type, attaching labels like demanding or overbearing can eventually turn into a self-fulfilling prophecy. The moment you label someone as problematic, you’ve made them more challenging to work with because you’ll no longer give this person the benefit of the doubt. You’ll not relate with them on a productive level.

Idea for Impact: Focus instead on recognizing the boss’s specific behaviors. Calibrate yourself to match your boss’s style, and build a strategic liaison founded on expectations for yourself and the relationship.

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Self-Care Isn’t Self-Indulgence, but Self-Preservation

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The notion of self-care has received some well-deserved backlash lately. The wellness and beauty industry has expropriated it. Self-care has also turned into a way of justifying indulgence for those lucky enough to afford it. (A last-minute holiday in Tahiti? “That’s self-care!”)

But self-care is determining who you are and your limits are—sometimes at the expense of others’ needs. Self-care means noticing when you’re doing more than you’re used to handling and assessing what you can do to slow down. Self-care is figuring out what enriches and soothes your body and mind and attempting to integrate it into your day or your week.

Self-care isn’t frivolous, selfish, or indulgent. It’s self-preservation. It’s merely doing what helps you put your physical, mental, and emotional health back in check.

Idea for Impact: You deserve self-care. You need it. Be kind to yourself and take those deliberate steps to make yourself feel better. Self-care might seem selfish, but putting your needs first actually allows you to interact with others more healthily.

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How to … Stop Getting Defensive

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What Is Defensiveness?

Defensiveness generally stems from a consistent feeling that you need to protect yourself. There may have been a time when you were constantly questioned or felt unacknowledged. This can lead to a habit of turning on the fight response, even when it’s unnecessary. In other words, your defensiveness was perhaps useful at one point, but it’s less so now.

To learn graceful ways of coping with feeling defensive, try to pinpoint when, where, or with whom the defensiveness impulse typically occurs. Take a week to become aware of your behavior. Next, write down a few interactions you would have liked to conduct differently: do you wish you had stayed quiet and listened, asked questions, stood up for yourself, and asserted your position? Rehearsing alternative responses will help you react more calmly in future scenarios.

Time to “Go to The Balcony”

When you find yourself in a conversation triggering your self-protective, defensive impulse, take a moment to pause. Relax and think about what you are doing. Inhale slowly, gaze out of the window for a moment, or repeat a reassuring mantra in your head (“I’m feeling provoked,” “I’m annoyed by that comment,” or “I need to be centered.”) Slow down your response, so you have time to gain control.

Harvard’s William Ury, the author of such acclaimed books on negotiation as Getting to Yes (1981) and The Power of a Positive No (2007,) calls this process “going to the balcony.” It’s figuratively retreating to a mental and emotional refuge.

That’s a prudent response. When you’re provoked, one of the most significant powers you have is the power not to react but to go to a place of calm, perspective, and self-control. There, you can acknowledge your emotions. You can refocus on yourself, remind yourself of your deepest values, and reorient yourself on “the prize.”

Idea for Impact: Respond, Don’t React

There is a mighty difference between responding and reacting. When you respond, you’re using communication devices to express yourself and gain understanding. When you react, instead, you’re merely trying to fight back, win over the person or stamp out the other person’s allegation.

Reacting only creates conflict and escalates emotions.

It’s okay to become hurt by negative feedback, and it’s okay to disagree with criticism. However, learning how to respond calmly and soundly will provide you with an effective way to stay centered.

Teaching yourself to respond and not react may be hard at first. But it gets easier with practice. And in time, you’ll likely feel calmer. Commit and practice.

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  4. The More You Can Manage Your Emotions, the More Effective You’ll Be
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To Rejuvenate Your Brain, Give it a Break

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Research suggests that once you hit a “plateau of productivity,” the number of hours you work without a break is inversely proportional to how much you’ll accomplish.

Even brief escapes such as a walk in nature or a run around the block can clear your head and rejuvenate the brain. Just leave the phone behind and seek novelty (e.g., noticing something new or taking different paths.) Engage your mind with the world instead of worrying about the work you’re supposedly taking a break from.

Downtime allows the brain to refresh the specific neural network you’ve been using, make new connections, and inspire you to fresh approaches to tasks.

Idea for Impact: Intermittent escapism can be valuable. It distracts the brain from useless worry, helps generate out-of-the-box ideas, and may even restore a sense of wonder.

Novelist Neil Gaiman said it better, “People talk about escapism as if it’s a bad thing… Once you’ve escaped and come back, the world is not the same as when you left it. You return to it with skills, weapons, and knowledge you didn’t have before. Then you are better equipped to deal with your current reality.”

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Great Jobs are Overwhelming, and Not Everybody Wants Them

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One of my friends, a senior executive at a Fortune 500 firm, recently said, “no, thank you” when asked if he’d like to be considered for the post of CEO of his company.

My friend is an ideal CEO candidate: he’s accomplished and well-liked, he’s about 10 years from retirement, he’s been a company “lifer,” and he’s worked hard grabbing the gold ring.

When I asked what caused this change of mind, he reflected, “At what cost, however?”

Well, his response wasn’t unexpected. A successful corporate career demands a high level of performance for sustained periods.

Ambitious professionals, especially top performers, have started to think differently about the tradeoffs of a demanding job. They’re asking questions such as “How much is enough?” and “If I get that job, what is it that I’m giving up?”

Most new CEOs are overwhelmed, disclosing that their jobs are more demanding, complex, and stressful than expected. Little wonder, then, that the average CEO’s tenure has gotten shorter over the years.

The brutal reality is that CEOs have less time than ever to prove their worth. The tolerance for mistakes and short-term underperformance has really gone down.

CEOs have to perform or perish. The CEO job is no longer a tenured role, and the ground has shifted over the decades. Several factors have made the jobs of business chiefs much more complicated than in the past. There’s immense pressure to produce consistently excellent results and keep everybody satisfied. It’s so stressful just working hard to keep the job. Then there’s the unremitting pressure of walking a tightrope; managing the conflicting interests between various stakeholders is exhausting.

CEOs’ performance must be more transparent than ever due to the never-ending demands imposed by global competition, geopolitical volatility, technological disruptions, ever-watchful regulators, increasingly engaged boards, and the specter of activist shareholders. A job with such challenges can quickly overwhelm, and CEOs end up working days, nights, and weekends in a futile attempt to pull free. They feel guilty about sacrificing precious family time for their work.

Above all, CEOs feel lonely at the top—being “where the buck stops,” they don’t have anyone to confide in. CEOs tend to isolate themselves due to the overwhelming responsibilities and the pressure to appear calm to employees.

Idea for Impact: Not everybody wishes to climb the top of the ladder. A high-pressure climate is not for everybody. Remember, burnout happens not when you work too much but when you invest emotionally in work and don’t get a commensurate return.

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  3. Busyness is a Lack of Priorities
  4. A Quick Way to De-stress: The “Four Corners Breathing” Exercise
  5. What Your Exhaustion May Be Telling You

Be Kind … To Yourself

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In Fierce Self-Compassion: How Women Can Harness Kindness to Speak Up, Claim Their Power and Thrive (2021,) University of Texas-Austin’s Kristin Neff argues that self-acceptance and self-compassion—being good to ourselves—makes us more likely to adopt healthy behaviors.

Neff summarizes numerous studies that have suggested that self-compassion is associated with overall well-being: “The more you’re able to accept yourself, the more you’re able to make positive, healthy changes in your life.”

The most important relationship you’ll ever have is the relationship with yourself. Learn to pay attention to your thoughts and feelings. Put your needs on top; give yourself compassion and comfort. Listen to your restlessness. Feelings of agitation can lead to a new life of purpose. True self-awareness can help you learn what drives you, what excites you and motivates you.

Neff suggests creating moments within each day and practicing meaningful self-care. Do something nice for yourself: take a walk in the woods, meditate, play with a pet, call a friend for support, journal, or indulge in a hot bath.

Idea for Impact: Pay attention to your self-talk and speak to yourself the way you would to someone you love, “What do you need right now?” Dwell upon that question and allow an authentic answer to emerge. Then, ask, “What’s one brave decision you can make now to get unstuck and move in the direction of your goals? What’s stopping you from getting started?”

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If Meditation Isn’t Working For You, Try Intermittent Silence

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Mindfulness meditation is tough. There’s no easy way around it. It can make you feel discouraged at best and miserable at worst when it doesn’t work.

If you’ve failed at trying different forms of meditation or don’t find them as calming as you hoped, try intermittent silence.

Intermittent silence is straightforward—it’s as simple as closing your eyes for 5 or 10 minutes, enveloping yourself in silence, and attending to the sounds of nature.

Intermittent silence quietens your mind. It shifts your attention from the incessant chatter in your head, disconnecting you from everything around and trying to reach a state of tranquility.

As disruptive thoughts emerge, let these thoughts pass by, acknowledging them but not engaging in them, just as you would glance at a butterfly fly around graciously. Make a deliberate effort to shift your attention away and focus on something else, e.g., a gentle breeze.

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Look Back at This Time Last Year

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Each week, review the prior year’s calendar, logbook, or journal for the same week to see what you were doing. What projects were you working on, and with whom were you interacting?

This habit not only gives you a perspective on how things turned out for you but also reminds you to reconnect with people.

What was most important in your life then? What “would I, could I, should I” decisions were you facing then? Have some of your anticipated troubles never come to pass? What were your most memorable moments? Has much of your worrying been eventually fruitless? What elements of life have you overlooked, and what could you restart or reprioritize now?

Idea for Impact: As you look back, reflect on how every experience, even a negative one, is merely a little step on the path. In the end, life turns out to be okay.

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  5. Sometimes You Should Stop Believing // The Case Against Hope

Having What You Want

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Wanting is different from having.

Wanting is in the future. Having is here; it’s now.

Wanting is based on what could make you happy in the next minute, next week, or next year.

When you don’t let yourself have what you already have, you’re in a trap of your own making. You’re perpetually restless and disengaged. You aren’t present—you’re pursuing a happiness that’s always somewhere else.

Idea for Impact: Don’t be so occupied wanting the next thing that you don’t allow yourself to enjoy what’s in front of you now. You’ll become more content if you look harder for something to be grateful for in the here and now.

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Why You Can’t Relax on Your Next Vacation

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Some managers can’t slow down even on vacation. They keep worrying about their work and won’t come back feeling rested and rejuvenated.

If you feel the added guilt of being away, it may be time for you to look inward and reflect upon your ability to delegate. Don’t bring fear of inadequacy with you on vacation.

Sure, most people responsible for delivering big things find it difficult to be away. Feeling out of control is always stressful. Here’s how to make time off as restful as possible:

  • Schedule 1-hour check-ins every day.
  • Manage your team’s expectations and make sure everyone knows what matters you want to be bothered about.
  • Build-in buffers at both ends. Don’t work right until you leave for the airport and don’t get back to work right off the plane. Schedule an extra day off before you depart and another when you return. Dive back in slowly.

Idea for Impact: Time off should be time off. Get the most out of your time off by unplugging completely.

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